copyright 1999, scient corporation. all rights reserved organizing for enterprise knowledge...
TRANSCRIPT
Copyright 1999, Scient Corporation. All rights reserved
Organizing for Enterprise Knowledge Management
http://www.scient.com/news/scient_live_arch.htm
Doug Kalish
Chief Knowledge Officer
Scient
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Discussion issues
• Capturing knowledge of subject-matter experts
• Managing change in a KM environment
• Building in ‘self-support’ to the KM strategy
• Implementing KM on global scale
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
The KM paradox
To be useful, KM has to:
• cross functional boundaries
• engage the largest community
• capture and link to the broadest knowledgebase
• improve business process
To be successful, KM has to:
• be departmental
• address a targeted audience
• collect and index limited assets
• not require behavioral change
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Enterprise Knowledge Management -An alternative view
• single corporate data model
• open architectures
• standard protocols
• merging of internet, intranet, extranet
• integration of internal and external data
• crossing functional boundaries
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Enterprise knowledge management
• single definition of employee, client, role, skill, project “objects” throughout the enterprise
• normalized knowledge
• automatic generation of links
• automatically integrated communities
• functional view and search
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Defining the Enterprise Knowledge Object
• Content
‘the bits’: text, graphics, spreadsheets, audio, video
• Context
why it was created, who created it, when was it created, for whom was it created, how was it created?
• Impact
did it achieve its purpose?
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
External Sources
Competitors
Clients
Projects
Skills
Project Assets
News
Viewers
Use of the knowledge determines the view
Client A
Client B
Client C
Client View
Fin’cl Svcs
eMarkets
Telecoms
Market View
Author A
Author B
Author C
Author View
HR DB
“Web page”
Documents DB
Projects DB
Skills DB
HR DB
“Portal”
Documents DB
Projects DB
Skills DB
HR DB
Corporate Data Model
“Hyperportal”
Documents DB
Projects DB
Skills DB
HR DB
Corporate Data Model
External Data Sources“Extra-Hyperportal”
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Challenges of Sharing Knowledge Across the Enterprise• defining goals - purpose, objectives
• establishing communication - jargon, terms of art, values, departmental ‘zeitgeist’
• defining turf - authority, recognition, reward (and punishment)
• building trust - history, performance, accountability
• overcoming boundaries - distributed users in time and space
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Principles
• knowledge is an enterprise, not departmental, asset
• our colleagues are our partners, not our customers
• colleagues differ in how they access and use knowledge - and in how connected they are
• the KM system should be invisible
• KM delivers productivity, quality and innovation
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
Know ledge Architects
Know ledge Apps Developers
IT Staff
Know ledge Applications
eBusiness Analysts
Know ledge Journalists
Scient Publishing
Know ledge Services
Course Developm ent
Program Facilitation
Know ledge Transfer
CKO
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
Know ledge Architects
Know ledge Apps Developers
IT Staff
Know ledge Applications
eBusiness Analysts
Know ledge Journalists
Scient Publishing
Know ledge Services
Course Developm ent
Program Facilitation
Know ledge Transfer
CKO
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Knowledge Applications
• Mission: Together with IT, build a flexible and scalable technological infrastructure that will support Scient’s ability to create, collect, package, publish and leverage knowledge.
• Guiding Principles:
Integration with daily work practice and systems
Access to knowledge from multiple contexts
Transfer of knowledge among clients, business partners, and colleagues using same platform
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Enhancing Productivity:task-focused search
find a person
get help on a particular technology or product
learn about a particular business or industry topic
get up to speed on an ongoing project
staff an engagement
find an Approach deliverable sample, tools, templates, or guide
answer a question regarding company policies and procedures
• learn about a client, target, competitor, or vendor
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
Know ledge Architects
Know ledge Apps Developers
IT Staff
Know ledge Applications
eBusiness Analysts
Know ledge Journalists
Scient Perspectives
Know ledge Services
Course Developm ent
Program Facilitation
Know ledge Transfer
CKO
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Knowledge Services
• building Scient’s enterprise-wide KM content infrastructure, managing the knowledge flow and providing KM services to our colleagues.
• how we do it…developing our methodology- the Scient Approach
defining Scient’s internal processes, and producing process maps to communicate the results
providing content-publishing capabilities which enable Scient colleagues to share any type of knowledge
supporting engagement and business unit needs for information via the Knowledge Journalist program.
gathering information to drive knowledge-based decision-making via the eBusiness Intelligence program
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient Publishing
Mission: To support the growth of the organization, and the development and performance of all Scient colleagues.Guiding Principles:
• Harvest, organize and publish information accumulated from our research efforts, client projects, Scient’s leadership and in-house industry experts.
• Produce Scient Perspectives, articles, white papers and presentations that will be published on the Scient Zone and in commercial or scholarly journals.
• Supporting Perspective-based selling by disseminating Scient’s thought leadership on eBusiness strategy and technology.
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
eBusiness Analysis
Mission: Creating breakthrough Scient perspectives and catalyzing Scient innovation. Guiding Principles:
• help Scient and its clients stay innovative by providing strategic and actionable analysis on eBusiness industry and market trends
• provide ongoing competitive intelligence provide industry and market perspective-
based selling
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
Know ledge Architects
Know ledge Apps Developers
IT Staff
Know ledge Applications
eBusiness Analysts
Know ledge Journalists
Scient Publishing
Know ledge Services
Course Developm ent
Program Facilitation
Know ledge Transfer
CKO
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Knowledge Transfer
• Mission: Provide the development opportunities for Colleagues to acquire the skills they need to fulfill their current and future roles at Scient.
• Guiding Principles:Utilize an Instructional Design Approach
Partner with Subject Matter Experts to develop and deliver training, including outsourcing
Deploy training in the most effective and accessible medium
Fully integrate training content with the KM system
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Enhancing Productivity: Course Offerings
• technical courses
Data Modeling, Enterprise Java Beans, Oracle
• professional skills
Facilitation, Presentation and Communication classes
Project and Engagement management
• Scient Approach
Approach Overview, Conceive & Architect training
• acculturation
SPARK, BLAST, Team Building
• desktop training
Office ‘98
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
What KM Produces
• decreased time to profile prospects
• decreased time to write proposals
• decreased project start-up time
• decreased time to find product evaluations, citations, etc.
• faster transfer of knowledge from project to project
• sooner Breakeven Day for new and experienced hires
• decreased admin and overhead project time
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Enterprise Knowledge Transfer:Critical Success Factors
• Community: common purpose, knowledge sharing culture, shared vocabulary, innovation centers
• Opportunity: KS infrastructure, infrastructure for sharing explicit knowledge, contact
• Accountability: explicit consequences for sharing (or not sharing!) tacit knowledge
• Scalability: commitment to enterprise knowledge management, training and performance support integrated into KM
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Discussion issues
• Capturing knowledge of subject-matter experts
Knowledge Journalists, eBusiness analysts, Scient Publishing
• Managing change in a KM environment
Innovation Centers, expertise profiling
• Building in ‘self-support’ to the KM strategy
Scient Search, Online Sources
• Implementing KM on global scale